Adapting Your Growth Strategy to Meet the Needs of Aging and Racially and Ethnically Diverse Patient Populations
By Michael Shipley
Senior Product Manager
By Michael Shipley
Senior Product Manager
Tags: Blog, physician referral, Stratasan, strategic growth, strategic growth planning, strategic planning, data analytics, data-driven decisions, data strategy, growth planning, health care, health data, health strategist, health strategy, health system, health systems, healthcare, healthcare budget, healthcare planning, healthcare strategic growth, healthcare strategic planning, healthcare strategy, healthcare systems, hospital, hospital planning, hospital strategic planning, hospital strategy, hospitals, Inpatient Statistics, markeitng, Market Share, nashville, Physicians, Population Health Management, referral data, referrals, healthcare market share, marketing research, patient population, service area growth, service line growth, strategic growth plan, physician outreach strategy, Hospital growth plan, healthcare leadership, healthcare market data, hospital growth, physician patterns, patient experience, customer experience, physician strategy, diversity, data confidence, outmigration, physician referral leakage, outpatient, HOPD, 2022, Patient Origin, Syntellis, healthcare annual planning
One of the things I enjoy most about leading Stratasan’s Customer Success team is that I get to serve our healthcare clients in a variety of ways: as a champion, a cheerleader, a problem solver, and an advisor. In recent weeks, I’ve had a number of conversations about strategic planning and how it’s that time of year again. Surprisingly, I’m hearing that many teams aren’t ready to “get started” yet… much like I’m not quite ready for talk about pumpkin spice lattes, Thanksgiving plans, and holiday lights.
Nevertheless, it’s time. Whether you are a part of a hospital / health system or an ancillary care provider, here are four important reasons you need to prioritize strategic planning today:
With this final post in our series on how to adjust and renew your approach to strategic planning in the wake of COVID-19, we’re discussing what tools you can utilize to support your efforts. If you missed the first two posts, click here to learn how to effectively use 2020 data, and here for suggestions on how to refocus priorities upended by COVID-19.
If you’re at the point of revisiting your 2021 strategy, or taking steps to set the course for what strategy should look like post-COVID, then the tools shared in this post will help you along the way.
In our first edition of this blog series, Evaluating 2020 Data—Is It Useful or Not? we discussed how to approach and make sense of 2020 data and use it for strategic planning. In this post, we’ll build upon that idea and consider how strategic planners can adjust and refocus their priorities after a disruption of such magnitude as COVID-19.
How can strategic planners start again? By moving forward in the face of many unknowns and building a new strategy based on a year of data irregularities. The insights shared here will hopefully provide a starting point to do so.
Does your hospital have a good strategic planning process in place? How frequently is the plan updated and does it impact your day-to-day work and growth planning? Take this short quiz and find out how your team is doing with strategic planning!
With this quiz, you'll receive:
In a recent blog post on planning for the future of telehealth, we shared tips for how to shift to a more aggressive virtual care strategy. We discussed ways growth planners can embrace telehealth and be better prepared for the future. We also talked about the importance of data while growth planning and how All-Payer Claims Data (APCD) provides unique insights that can inform hospitals and health systems as they prepare to respond to the growth of telemedicine.
We won’t have complete data insights until July as to the full impact of COVID-19 and the resulting rapid adoption of virtual care. The data we do have shows the drastic impact of the virus and the resulting stay-at-home mandates. By tracking the “Telehealth” care setting, we see a momentous spike in virtual care in March of 2020. While the transition to virtual care began to take effect in 2018, it clearly jumped in March of 2020 due to virus concerns. Take a look at claims and encounter data below to see the spike in virtual visits.
Hospitals and caregivers across the country have pivoted to virtual care in response to COVID-19. It's opened the door for telehealth growth in ways we've never seen before. We’ve witnessed a rapid shift from a previously deliberate adoption path to a record pace of uptake.
“Telehealth is bridging the gap between people, physicians, and health systems, enabling everyone, especially symptomatic patients, to stay at home and communicate with physicians through virtual channels, helping to reduce the spread of the virus to mass populations and the medical staff on the frontlines,” said Dedi Gilad, CEO, and co-founder of Tyto Care, a telehealth technology company, in this Healthcare IT News article.
It's likely that this adoption to virtual care is here to stay, as patients will expect it to continue to be an option for care delivery in the future. So, how can hospital planners prepare for a change in strategy in light of our collective embrace of virtual technologies?
As with any area in business, marketers and strategic planners must be able to prove the value of their work to leadership. Yet with their reputation as a cost center, these teams feel more pressure to demonstrate positive financial impact. Essentially, marketers and planners must be adept at marketing their own achievements if they want to gain approval for new initiatives and see their budgets grow year over year. This is particularly true in healthcare, where budgets are tightening and facing closer scrutiny.
In this post, we’ll discuss tools and strategies that healthcare marketers and planners can employ to show they are valuable contributors to growth. We’ll also cover some real-world examples of teams facing common challenges finding success, proving their worth, and driving growth. Let’s dig into two key ways to make your team indispensable.
Is your team equipped with the right tools to analyze data and execute your strategic plan? Do you have access to the expertise you need when looking to identify growth opportunities? Take this short quiz and identify which tools and services can improve your team alignment and promote strategic thinking.
With this quiz you'll receive: